For decades, global rugby has operated within a relatively closed ecosystem—a sport fiercely loved by its loyalists but struggling to break into new, untapped markets. But as the business of international sports undergoes a massive commercial transformation, the leadership within the continent is sounding the alarm. In a powerful new manifesto on the state of the game, Herbert Mensah, President of Rugby Africa and Chairman of World Rugby’s Regions, has delivered a blunt assessment: rugby cannot afford to speak only to those who already love it.
Mensah’s intervention comes on the heels of the inaugural weekends of the Nations Championship and the Nations Cup—a newly implemented global structure designed to bring meaning to the international calendar between World Cup cycles. Featuring the world’s top 12 nations in the Championship and another 12 emerging nations in the Cup, the opening fixtures delivered spectacular drama. From South Africa’s commanding 45-21 victory over England to Zimbabwe’s resilient 36-26 battle against Tonga, the matches proved that the global product is incredibly strong. However, Mensah argues that a great product alone does not fill stadiums or secure lucrative broadcasting rights.
“Sport is big business,” Mensah noted. “Rugby can no longer behave as if it operates outside the world of money, audiences, media rights, partnerships, and consumer choice. If our game is to thrive, it must inspire the lifelong supporter and captivate the person watching for the very first time.”
The African Context: Talent Needs Structure
For African nations, the introduction of the Nations Cup is a critical lifeline. Historically, the global rugby calendar has relied almost entirely on the Rugby World Cup every four years as its primary commercial engine, leaving emerging unions starving for revenue and meaningful competition in the intervening years. When the new calendar was fiercely debated and ultimately approved by World Rugby in October 2023, some regions resisted. Africa, however, recognized that the path to a stronger seat at the table by 2031 required structural integration now.
Africa does not have a talent problem; it has a systemic resource problem. Performances like Zimbabwe’s spirited challenge against Tonga highlight the continent’s raw potential. Yet, as Mensah emphasizes, raw potential must be backed by high-performance pathways, better logistics, player welfare programs, and a commercial model that actually allows African unions to scale their operations.
Learning from the Event Economy
As the sports world currently watches the expanded 48-team FIFA World Cup unfold in 2026, rugby’s leadership is taking notes. While football faces its own administrative criticisms, its sheer commercial confidence and unapologetic drive for global reach are undeniable. Football masters the “event economy,” expertly turning national rivalries into global, highly monetized moments.
Rugby has proven it can do the same when it invests properly. The 2025 Women’s Rugby World Cup final at Twickenham, which shattered records with an 81,885-strong crowd, stands as a prime example of what happens when the sport is packaged, promoted, and staged with ambition.
As the Nations Cup progresses, the mandate for World Rugby and regional bodies like Rugby Africa is clear. The sport must move beyond its traditional strongholds. To secure its future, rugby must aggressively commercialize its narratives, build up its emerging stars, and invite the rest of the world into the stadium. As Mensah aptly concludes, the future of the sport will be decided by the people who haven’t even bought their first ticket yet.
